Led a massive modernization and transformation that dramatically improved cash flow while at the same time built a compliant framework for government business.

Finance leader and Division CFO for GE's Military Innovation Lab. Responsible complete financial partnership, spanning from Strategic Investment Planning and Risk Management to Supply Chain growth, through Cash Flow Receipt.SEC reportingBudgetary ProcessPortfolio PlanningRisk Management

Data and Analytics Leader for Finance supporting GE Aviation. Responsible for strategy and architecture.

Driving better business outcomes by harnessing GE's vast operational and financial data. At the same time building a culture of data driven empiricism in every day decision making.

My team and I were charged with providing data supported, actionable, insights to two main constituencies. To our internal operations groups, we provided operational insight that optimizes the relationship between customer satisfaction and operational cost. To our external clients, we provided customer insights, guiding product and process decisions to maximize revenue, and minimize customer friction.

• Added $2.5 million to the bottom line by leading project team that analyzed then Merrill Edge Investment Center’s client behavior patterns and implementing changes to client contact strategy.•Decreased required labor hours by 11%, tardiness by 4%, increased productivity 6% by re-imaging contact center scheduling in a way that better aligned with client behavior patterns.•Decreased rework by 30% in Merrill Edge Ownership Transition Team, by utilizing Six Sigma methodologies to develop a metricing system that accurately tracks and forecasts workflow.•Played key leadership role in designing and implementing re-segmentation strategy for the 650,000 self-directed accounts of Merrill Edge High Net Worth and Active Trading client groups. This positioned the firm to improve service and risk management for its most valuable clients by assigning them the most sophisticated traders.•Led massive Capacity Planning and Resource Optimization initiative by training seven team members to perform operations research/supply chain analyses.•Accurately forecasted pre and post re-segmentation multi-channel demand, as evidenced by customer satisfaction scores and fewer complaints.•Reduced by 25% the number of new hires required to launch the strategy by persuading management to institute resource pooling across related functions. •Partnered with Human resources to selectively recruit, train and onboard 150 new staff for four national call centers.

One + One is a startup formed to develop simple solutions to pain points in our modern lives. The first product being developed is in the tablet space. We later pivoted into finding ways to increase efficiencies by eliminating friction points in organizations.

• Designed and delivered training that resulted in a 15% higher pass rate on licensing exams than industry average.• Cost-efficiently met changes in demand for Retirement vs. Trust and Estate services by building, cross-training and managing a hybrid team that could quickly pivot between both. − Provided coaching and feedback to 20 call center associates− Handled escalated client issues as primary point of contact